Reference no: EM132202264

Application of a) Vroom’s expectancy theory and b) Adam’s equity theory to the scenario. The purpose of this section should be on identifying the key motivational issues of the employee in the scenario.

Scenario:

You are a leader of a small work team of 7 people whom you have been working with successfully over the last 8 months on the new HRM process implementation project. The team has been enjoying working together and challenging each other to do their best. Working on innovative projects that follow the recent industry trends and require the team to be creative and look at things from different angles are additional intrinsic rewards for the team. The members enjoy additional extrinsic rewards. Their salaries are fixed and based on their individual roles, however, they get a bonus each time the team completes a project successfully.

One of your team members is assigned to a new project due to their unique skills and experiences, and thus, they are withdrawing from your team. A new person named Tom is assigned to your team as a new team member. This is the first time you and your team are working with Tom who is a millennial. You’ve heard from a reliable source that Tom is highly talented but lacks motivation and hence, seems disengaged and bored at work. Tom tends to rely on others to do the work for him, and he made inconsistent and limited contributions to the teams he worked with in the past. If this happens to your team, you are worried that the team’s performance will plummet, and that the team members may experience stress and burn out. You can’t let this happen. You’ve also heard that Tom loves surfing, and thus, highly values flexible work arrangements. How will you manage the new team member to ensure that he doesn’t dump his workload on your well-established and successful team?